SIAS matters

SIAS is coming up to the anniversary of an MBO. What plans have been put in place since then?

We are pleased with the progress made throughout the year. Having concluded all the legal and financial affairs associated with the buyout, we have restructured our company to improve the support we give our customers. In doing so, we have dismantled many of the barriers that the Board identified prior to the MBO, which were restricting best practice; most significantly by integrating our previously separate mechanical and electrical teams.

We've also reviewed, consolidated and rewritten our systems and procedures, invested in new IT and completed a strategic marketing review, which has helped us identify the sources of future business growth. Couple this with a fresh new look that we have just unveiled for our business, in terms of our logo, web site and other marketing materials and we have a solid foundation on which to continue our business expansion.

You have recently expanded beyond the West Yorkshire head office with branches in Birmingham and London. Why these particular locations?

Initially we have opened branches in locations that will enable us to better serve our existing customers and where we feel that there is the greatest opportunity for winning new business. It is our intention to open a network of branches across the country to strengthen the service we provide to clients operating nationally and directly employ/train local labour to increase efficiency and with social responsibility at last becoming a consideration for clients in letting projects put something back into the local community. A national network will also give us a platform for expanding the facilities management side of our business, contracts for which are increasingly demanding the ability to respond on a national basis.

Any plans to open other branches? What locations?

We will only commit to further regional branches once we have either consistently secured work in that particular region, are compelled to have a presence because of the potential long-term prosperity of a region or a business proposition emerges.

Which markets are fuelling SIAS' growth?

We have a wide variety of clients across a number of market sectors and whilst business is buoyant across the board, our most significant gains have probably been in the leisure and health sectors, although the commercial work has remained very consistent.

How do you see turnover growing?

Our turnover this year will be around £24 million and we expect to see organic growth of 8-10 % each year for the next few years, although we are also mindful of further growth through acquisition if the opportunities emerge.

How is profitability?

We expect to see growth of 8-10% each year, but we are also mindful of further growth through acquisition if the opportunities emerge

Against the backdrop of a difficult construction market and a year of considerable change we are achieving profitability marginally ahead of our sector norm. Our expectation is to see profitability improve as the market prospects strengthen and we begin to see the benefits of the changes we have introduced.

What sort of clients does SIAS work for?

We work with many blue-chip companies nationally such as ASDA, Waitrose, De Vere Hotels and many premier developer builders. Increasingly we seek to develop a partnership relationship with our clients; even if not formally recognised as such, as all parties benefit from the closer working practices and openness to adopting new ideas and ways of working.

How much of your work is repeat business?

We pride ourselves on a very high level of client retention and repeat work, I would estimate that this is around 80% of our current workload. We have a strong commitment to innovation and have systems and procedures that keep us focused on delivering our client commitments.

SIAS strongly believes in direct employment of operatives and training. Can you make a correlation between this philosophy and business success?

Absolutely! For several years many of our competitors have used subcontract labour rather than directly employing and developing their own skills base. I believe this approach has cost the industry heavily as skilled labour is very much at a premium.

It hasn't always been easy, but we have been one the few companies prepared to invest in training over the years and sadly are still are very much in the minority in our passion to attract new recruits and take them through a formal apprenticeship. But as a consequence we believe we have a loyal and committed workforce and the respect of our clients who have the certainty of a well trained team.

Have you managed to stick to this philosophy as the business expands?

Yes. Having a commitment to a directly employed workforce requires the courage and energy to maintain and grow our volume of work. It hasn't always been easy to balance the flows of work, but overall we believe this philosophy has strengthened our position in the market. As a team, we're passionate about building a business that we can be proud of and we see our people as being key to helping us achieve this.